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CHOICES
SPRING 2015
THE
LEADERSHIP
ISSUE
DISCOVER WHAT
IT MEANS TO BE
A LEADER
AN INTERVIEW WITH
JIM CATHCART
BUSINESS STRATEGIST,
SPEAKER, WRITER & COACH
AMAZING
THOUGHTS
FIND THE WONDROUS
CREATIVITY WITHIN
YOURSELF
LEADERSHIP
ESSENTIALS
BEING A LEADER
NOT FOR YOU?
EXECUTIVE
PRESENCE
DISCOVER WHAT IT TAKES TO
BE A LEADER THAT OTHERS
ARE WILLING TO FOLLOW
AN IN-DEPTH LOOK AT WHAT
IS REQUIRED OF LEADERS
AND OF FOLLOWERS
LEARN WHAT TRAITS WILL
HELP YOU BECOME A BETTER
LEADER IN YOUR CAREER
CONTENTS
LEADERSHIP
04
LEADERSHIP IS A CHOICE
08
THERE, I SAID IT.
PEOPLE WANT TO BE LED.
BY JUDI MOREO
BY PETER SHANKLAND
10
BE A LEADER PEOPLE
WANT TO FOLLOW
BY AVA DIAMOND
36
LEADERSHIP: FACT OR
FICTION
BY L. ERIC CULVERSON
39
THOUGHTS ON
LEADERSHIP
IN THE WORKPLACE
19
CUSTOMER SERVICE
33
EXECUTIVE PRESENCE
BY SHEP HYKEN
BY ALLISON BLANKENSHIP
BY JOAN S. PECK
44
BEING A LEADER ISN’T
FOR EVERYONE
BY LAUREN MCLAUGHLIN
50
INTERVIEW
22
JIM CATHCART
BY JUDI MOREO
A FINAL NOTE
BY JUDI MOREO
LIFESTYLE
14
LEADERSHIP ESSENTIALS
16
LIVING THE LEADERSHIP
YOU SEEK
BY BECKY GRAVA DAVIS
BY HOLLY DUCKWORTH
30
THE ONLY 3 THINGS YOUR
BOSS WANTS TO HEAR
BY GINA GELDBACH-HALL
42
JFK & ME
47
THE GIFT OF LEADERSHIP
BY CIE MARCHI
BY DELORES RAMSEY MCLAUGHLIN
FROM
EDITOR
THE
What is Leadership? Leadership can be very hard to define. It means
different things to different people, and it will mean different things
depending upon the circumstances. A person in a leadership position helps
himself and other people do the right things to accomplish a predetermined
or necessary outcome.
L
eaders set direction,
build
an
inspiring
vision, and map out
a plan, all of which
they communicate to
others in a convincing and compelling
way in order to guide them to the
accomplishment of the goal.
What kind of leader are you? What
kind of a leader do you want to be?
If you want to be a leader who creates
an enduring legacy, you must be
consumed by your sense of mission.
You must condition your mind, spend
most of your waking time thinking
about your mission and when the
opportunity presents itself, you must
grasp it with vigor.
If you want greatness, you will need
to find a great person to teach you.
Having a mentor to direct one’s
ambition in the right direction is
mandatory. Choose a mentor whom
you admire, trust, and can ask for
sound, honest advice and guidance.
Choose someone who is an achiever,
of sound character, has a track record
of success, is respected by others, and
with whom you share convictions.
If you learn from those who have
conquered the world, you will conquer
the world yourself.
And remember, you can’t make your
mission come true all by yourself.
You have to be surrounded by people
who believe in your dream. To be
an effective leader, you must make
people feel good about themselves…
make each person feel he or she can
make a unique contribution to the
success of the mission…because they
can, with the right leadership!
Judi
OUR TEAM
PUBLISHER Lloyd Palm EDITOR IN CHIEF Judi Moreo CREATIVE DIRECTOR Jake Naylor
COVER PHOTO BY Dana Anderson, Allen Photography
CONTRIBUTING WRITERS Allison Blankenship, Jim Cathcart, Eric Culverson, Becky Grava Davis, Ava Diamond,
Holly Duckworth, Gina Geldbach-Hall, Shep Hyken, Cie Marchi, Delores Ramsey McLaughlin, Lauren McLaughlin,
Judi Moreo, Joan S. Peck, Peter Shankland
ADDRESS 1452 W. Horizon Ridge Pkwy #555 / Henderson, NV 89012-4480
TEL (702) 896-2228 FAX (702) 617-0600 EMAIL Judi@JudiMoreo.com
WEBSITE www.ChoicesOnlineMedia.com
4
CHOICES | 2015 SPRING ISSUE
LEADERSHIP IS A
CHOICE
BY JUDI MOREO
G
reat leaders know
that creativity is a key
component of survival.
You must demonstrate
to your team members
every day of every month of every
year, year after year, what creativity
means and how important it is to the
organization.
outdated and obsolete management
paradigms.
When there is truly
effective leadership, team members are
mobilized to be and do their very best.
It is the catalyst for transforming the
organization and galvanizing everyone
toward a common purpose.
by “walking the talk.” A true leader
teaches by example. Yet, there are so
many people in leadership positions
who practice “Do as I say and not as I
do.” When you preach one thing and
do another, your adverse influence
diminishes respect and trust.
Walk the Talk
In a survey conducted by the American
Management Association, 500 CEOs
were asked, “What must one do to
survive in the 21st century?” The top
answer across the board was, “Practice
creativity and innovation.” Yet, only 6
percent felt their organizations were
doing a great job of it. According to
Training & Development magazine,
the biggest roadblock to creativity and
innovation within organizations is fear.
The potential for greatness and
innovation in your organization already
exists. It’s up to the leader to recognize,
retrieve and redeem this competitive
capital. The answer lies in the leader’s
ability to unite his or her team and be
able to create an environment that is
conducive to creativity.
To generate a culture of creativity, an
organization’s vision and core values
must be articulated so that team
members see them as being high
priorities. Vision stimulates and fosters
creativity. This vision, along with the core
values, must be infused into everything
you say and do, so that everyone can
accurately anticipate the future and
avoid repeating past mistakes.
Effective leaders know that their team
members are their greatest assets.
They cultivate, encourage, and engage
the talents and skills of these team
members to be able to consistently find
new and better approaches that will
ultimately improve bottom-line results.
They believe that understanding,
participation, and involvement of team
members are essential to earning
respect, loyalty and commitment.
There is no better way to do this than
Leaders must become the model of the
transformation they are envisioning.
Leaders set the tone or tempo of the
organization.
Powerful leadership
requires the leader to model the right
behaviors. Team members copy their
leader’s behavior! The single most
important way to ensure that your team
members become the best they can
be is to “walk your talk.” If you want
to be effective, don’t just set values
or talk values. Instead, practice and
The extensive changes we are currently
experiencing throughout the world
are going to demand a particular style
of leadership so utterly revolutionary
that it will challenge any and all existing
paradigms. New thinking must become
the norm in any organization where high
quality and effective leadership will be
the competitive edge. It must supersede
2015 SPRING ISSUE | CHOICES
demonstrate values. Team members
make judgments about their leaders
based on what they see the leader do
rather than what they hear the leader
say. Actions really do speak louder
than words! Make sure your actions
demonstrate what you say. The failure
to walk the talk results in distrust and
low morale.
Mahatma Gandhi, the great Indian
social reformer, was perhaps one of
the greatest and most powerful leaders
of all time. He personified what it
means to “walk the talk.” He believed
in nonviolent methods, that there must
be no fighting but rather fasting and
non-retaliation. His determination and
willingness to set the example eventually
led to his nation’s independence. He
defeated the British Empire with all of
its military might. Gandhi was a truly
remarkable man who will be forever
revered for his exceptional leadership.
5
People will believe you when you model
the behaviors that you want them
to practice. The most natural way of
influencing people is by example. If
you want your team members to be
more creative, then show them by
being creative. If you want them to be
more organized, then you must be more
organized. If you want them to be more
enthusiastic, then enthusiasm must
begin with you. If you want punctuality
and you start your meetings late, that’s
saying it’s okay not to be punctual. If you
want your team members to be more
disciplined, then your responsibility is to
begin with your own discipline.
There is hardly an organization (or
a family either, for that matter) that
doesn’t have a communication problem
of one kind or another. And yet, people in
the top positions of many organizations
don’t even speak to team members
by saying a simple “Good morning.” If
you want the communication in your
Are you using your creative energy
to make your business more
successful? Conquer the Brain
Drain is about tapping into the
creative wellspring we all possess.
If you’re on a team – or especially if
you manage one – learning to think
creatively and teaching others
to do so will boost productivity,
improve morale and inspire your
team to greater success.
Short deadlines, downsizing,
increased expectations and the
need to do more with less all
contribute to “status quo” thinking.
Solving
business
problems
and generating new ideas and
strategies can’t be accomplished
using the same old brain-draining
methods. If you keep doing what
you’ve always done, you’ll keep
getting the same old results. If
you want to build an innovative,
creative, problem-solving team,
then you need a new approach.
ORDER ONLINE!
www.JudiMoreo.com
6
CHOICES | 2015 SPRING ISSUE
organization to be effective, then the
communication should begin with you.
Your behavior has to correspond with
whatever expectations you have of your
team members. It is that simple. In
his book, Sacred Cows Make the Best
Burgers, co-author Robert Kriegel tells
the story of an outstanding individual,
Frank Pacetta, a sales manager at Xerox,
who took his district from the bottomranking performer to number one in his
region. He says, “I believe in the power
of personal example. At the minimum, a
leader has to show his troops the route
of the march and the destination.” Team
members who have a strong leader will
look out for fresh ideas, take on new
challenges and learn new things.
Suppose you announce that you are
committed to customers. However,
in your day to day behavior, you find
your customers to be bothersome and
you ignore or avoid them wherever
possible. Your behavior demonstrates
the opposite.
If your team members see that your
behavior exemplifies a specific behavior
you want them to have, they will do
as you do. The most important way
to communicate your commitment is
through your behavior. All that you do
sends a message; how you spend your
time, the goals you set, the ways you
reward performance, as well as your
verbal and nonverbal communications.
top filters down to all. A leader’s ability
to lead is critical to the establishment
and continuity of creativity, increased
productivity and retention of good team
members.
We are all dealing with the same
primary issues and challenges:
obtaining commitment, improving
communication and accountability,
overcoming roadblocks to change,
doing more with fewer resources,
and reducing negativity. These are
the day to day issues that most of us
have to handle. They have to be dealt
with in the appropriate manner, which
ultimately boils down to two words:
effective leadership!
We only have to take a look at the
leadership of an organization to
understand why certain companies
flourish and others merely exist. You
can walk into any business and know,
within a few minutes, the kind of leader
the company has at the helm by the kind
of service you get. What happens at the
ABOUT THE AUTHOR
Judi Moreo is the author of the awardwinning book, “You Are More Than
Enough:
Every Woman’s Guide to
Purpose, Passion, and Power” as well
as its companion, Achievement Journal.
She is a Certified Speaking Professional
who has spoken in 28 countries around
the world. Less than 10 percent of
the speakers in the world hold this
highly respected earned designation.
To contact Judi or book her for a
speaking engagement, contact Turning
Point International, (702) 896-2228 or
judi@judimoreo.com.
Surprising visitors with a casually elegant
South Beach rhythm and vibe.
8
CHOICES | 2015 SPRING ISSUE
THERE. I SAID IT.
PEOPLE WANT TO BE LED.
BY PETER SHANKLAND
I
n a culture born of
individualism - taking
care of one’s self, being
independent – we
recoil at the notion of
actually wanting to be led, wanting
to be told what to do. Before quickly
dismissing this idea outright, though,
I ask that you reflect of what we
know to be true about raising a child.
Children want rules and guidelines;
they seek boundaries and perform
better when told what they can and
cannot do. As adults, are we not the
same?
This being the case, I would like to
explore the idea of leadership from
the perspective of the follower. What
is it that we, as followers, should
consider when giving our support?
First, we need to practice enhanced
listening skills. Certainly, we seek a
leader who is more knowledgeable
than us, and has a broader perspective
on the issues that inform our lives.
Rather than seek a leader who merely
reconfirms our pre-existing notions
about the ways in which matters
should unfold, we need to open our
ears and minds to new approaches
that may be more applicable and
successful in addressing our concerns.
We best not dismiss outright, ideas
that on first hearing make us say, “No
way. That person is wrong.” Such a
reply speaks more to our attitude,
than not to the specific topic at hand.
Second, once we have actively
listened to a potential leader, we can
assess their level of intellect and use
our own good sense and judgment to
decide if their words ring true. We can
compare their words with what we
deem to be true in our own lives. If
they offer ideas and visions that both
refine and expand our understanding
of the world, they may be worthy of
our considered support.
Third, we need to decide whether
or not a leader is aligned in his or
her thoughts, words and actions.
That is, “Does this person walk the
walk and talk the talk?” I feel it is
right and proper to demand of our
leaders a greater sense of purpose
and consistency in their thoughts,
words and actions. Yes, leaders
are humans, necessarily prone to
mistakes and possible indiscretions
that must be judged on their relative
context and merits. On being a leader,
however, they assume that additional
responsibility. If I am giving up an
aspect of my free will to an individual,
that person must embody a greater
vision of potentiality and possibility
for a better way of living.
Finally, we should seek leaders
whose decisions reflect a wisdom
and compassion that benefit the
many, and not merely the particular
concerns of a relative few. When
these two qualities become the
foundation for decision making in
leadership, we all benefit.
ABOUT THE AUTHOR
Peter Shankland currently resides
in Las Vegas, NV where he teaches
massage therapy, and practices various
complementary disciplines. See: www.
peace.massagetherapy.com for more
information.
“The task of leadership is not to put
greatness into people, but to elicit it, for
the greatness is already there.”
_________________
John Buchan
10 CHOICES | 2015 SPRING ISSUE
TWO WAYS TO BE A LEADER
PEOPLE WANT TO FOLLOW
BY AVA DIAMOND
A
s leaders, we all want
our people to do better,
be better, and perform
better. But, the truth is
they won’t get better
until we get better at leading them.
One of the key factors holding people
back is their own set of beliefs about
who they are, what value they bring,
and what they’re capable of. Your job
is to see beyond their self-imposed
limitations and see their potential.
Think about it. Why should people
follow you? …Because you have a title?
…Because it’s written that way on the
organizational chart? …Because they
got assigned to your team?
Your job is to be a part of making them
stretch, helping them reach higher
goals, guiding them to surpass what
they thought they could do and what
they thought was possible for them.
Not in today’s world. That’s not enough.
You have to earn the right.
Your job is to set the bar so high it scares
them, then give them the tools, the
development, the encouragement and
support it takes to reach those goals.
Your people have to know how
much you care about them and the
organization. They have to be aligned,
focused, and motivated. They have to
have a connection with you and know
you care about them.
You might be thinking, I don’t have time
for all this, Ava. I have a business to run.
And, you do. Yet the key to running
that business is becoming a leader
who people actually want to follow, a
leader who inspires top performance, a
leader who grows the bottom line while
growing people.
Here are two ways to make that happen.
#1. Believe in Your People More than
They Believe in Themselves
In a conversation I had with Dr. Ajay
Menon, Dean of the Colorado State
University College of Business, he
shared, “The purpose of leadership is
to lift people up… People are important.
It’s my role to help them grow. We give
flight to their dreams.“
Dr. Menon is right. The more you
believe in your people, the more you lift
them up, the more they will go to the
ends of the earth for you. They will give
you superior performance.
#2 Create a Superior Employee
Experience
We all focus on creating an amazing
experience for our customers. But few of
us assign the same level of commitment,
planning, and resources to creating a
superior employee experience.
2015 SPRING ISSUE | CHOICES 11
Now I’m not talking about plush
employee lounges, free dining rooms,
and frequent employee sabbaticals. I’m
talking about much more basic stuff. The
stuff great leaders do every single day.
Christine Kneeland, Chief Operating
Officer of Center Partners, shared with
me that “people want to feel connected
and feel their work is important…. People
want autonomy, mastery and purpose.
We need to create an environment with
a lot of autonomy, develop their skills
so they can attain mastery, and ensure
clear communication about the bigger
purpose of their work.”
We need to know and understand our
people as individuals. What drives
them? What aspirations do they have?
How do they learn and work best?
And, to the extent we can, we need
to provide the environment in which
they’ll thrive. We want to create a
positive work culture where people can
do their best. We need to help them see
how what they’re doing now will propel
them into the future they desire.
Christine says, “When people feel you’re
invested in them, they’ll invest in the
company.”
These two things, combined with a high
degree of genuineness, authenticity,
and a deep caring about your people
will move you forward on the path to
being a great leader who people want
to follow.
ABOUT THE AUTHOR
As an international speaker, author,
entrepreneur and former corporate
leader, Ava Diamond creates memorable
programs that move people to action.
Her programs on leadership, employee
engagement and women’s success
strategies give people the inspiration
and tools they need to transform their
businesses and their lives. Participants
in Ava’s programs walk away with great
ideas and the know-how to implement
them.
Visit her at AvaDiamond.com, and watch
for her upcoming book, 7 Ways to Be a
Leader People Want to Follow.
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While the stories shared differ in context, they share a
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2015 SPRING ISSUE | CHOICES 13
If you have ever had a dream that you
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Should you find yourself in circumstances
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choices, the stories in this book can
offer you courage and inspiration. Each
author has addressed hurdles they have
faced in order to reach their current level
of success. It is a collection of powerful
true stories written by real people who
have overcome the obstacles in their
paths.
This empowering collection of stories
reminds us that we all have choices
and the choices we make are what
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No matter who you are, how old you
are or your level of success, it is never
too late to make the choice to be who
you are meant to be. Don’t be afraid to
make changes. Don’t be afraid to make
an attempt to achieve your goals.
Within the chapters of this book, 28
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enlightened knowledge can serve as
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the understanding that it is never too
late.
14 CHOICES | 2015 SPRING ISSUE
ONE MIRROR, TWO WALKING SHOES—
LEADERSHIP ESSENTIALS
BY BECKY GRAVA DAVIS
T
ry using the bathroom
in a can in your truck
on a hot day. You may
think twice before
issuing edicts to your
subordinates without first “walking a
mile in their shoes.”
And, so it was with Larry and Janice
and so it goes too often with upper
management and frontline employees.
A used can was Janice’s makeshift
bathroom and Larry was responsible.
“I feel like a male chauvinist. I never
thought about it,” remarked a surprised
Larry O’Donnell, former chief of
America’s largest trash company,
Waste Management, as he reflected
on the outcome of his imposter roll
as a displaced worker in the premiere
episode of the hit TV show “Undercover
Boss.”
The “never thought about it” concerned
neglecting to include bathroom breaks
when O’Donnell, along with his
management team, set a productivity
target of 300 daily trash pick-ups. On
Larry’s last day on “Undercover Boss,”
he joined female trash collection route
driver, Janice, as she raced to meet
her quota. Janice told the disguised
O’Donnell that she was thankful for her
job, but felt stressed to meet the goals
set by upper management and often
had to use a can when Mother Nature
called!
O’Donnell is characterized by those
who know him as a humble, likable guy
who loves his family and cares about
his employees. He progressed from one
corporate leadership role to another
until hired by Waste Management in
2010 to be second in command. But,
he had never set foot outside the ivy
corporate tower to actually spend time
in the trenches alongside his frontline
employees.
Sound familiar?
What can you do as a leader to avoid
unintended frustrations for your
employees?
I don’t profess to be a management
expert, but I have been in leadership
roles and reflecting on this topic
and putting myself in the position of
“undercover boss” forced me to ask,
“What can I do to be a more effective
2015 SPRING ISSUE | CHOICES 15
and connected leader?” (What defines
an effective leader is a hotly debatable
topic for another day!)
Here are a couple of tips from my
musings:
Look at Yourself in the Mirror
Take a no-holds-barred long look in
your mirror and ask yourself, “Would I
want to be led by me?” That’s a tough
one that requires the willingness to be
vulnerable and completely honest.
Are you really the kind of leader you
THINK you are?
Carl Jung, the founder of analytical
psychology, defined the characteristic
the Shadow Self as “that which we think
we are not.” We all have a shadow self,
like it or not.
Author of “Blindsided: Recognizing
and Dealing with Passive-Aggressive
Leadership in the Workplace,” Dr. Paula
De Angelis says, “It would actually make
perfect sense that those promoted to
leadership positions might often be
those who on the surface appear to be
agreeable, diplomatic and supportive,
yet who are actually dishonest,
backstabbing saboteurs behind the
scenes.”
Walk a Mile in Their Shoes
O’Donnell didn’t just walk, he rode
shotgun for miles with Janice and
experienced first-hand what it’s like
to maneuver a fast-paced, almost
impossible 300-stop trash route.
After his life-altering foray into the
underbelly of Waste Management,
O’Donnell made sweeping policy
changes to include frontline employees
in the decision making process.
For all of you bosses reading this, when
is the last time you took over for your
administrative assistant for the day?
Before completing my formal education
and securing a professional job, I spent
years in various roles assisting others—
nurses’ aide, secretary, office janitor.
Yes, I cleaned floors! I HAVE walked
“miles in their shoes” because I HAVE
worn them.
In the white paper “Empathy in
the Workplace: A Tool for Effective
Leadership,” authors and researchers
for the Center for Creative Leadership,
Drs. Gentry, Weber, and Sadri concluded
that “the ability to understand what
others are feeling [empathy] is a skill
that clearly contributes to effective
leadership.”
Whew! Time for self-reflection (pun
intended). Would I want to be led by
me? I’ll let you know after my very long
walk.
ABOUT THE AUTHOR
Becky Grava Davis is a full-time
college professor and pursues
her passion for holistic healing by
practicing part-time as a certified
integrative health coach and Five
Tibetan Rites yoga instructor. She is
a published author of several health
articles for both print and online
publications.
Becky may be reached
beckygravadavis@gmail.com
at:
16 CHOICES | 2015 SPRING ISSUE
3 CHOICES
TO LIVING THE LEADERSHIP YOU SEEK
BY HOLLY DUCKWORTH
If you could wave your magic wand and make one change
in the world, what would it be? The choice you make will
put you in alignment with your passion, your purpose and
your perfect path. I believe everyone is a leader. We simply
choose why, how, and, what we want to lead. For some, it’s
leading in the home, others in business, and others on stages
and platforms from politics to classrooms. Leadership is a
way of life.
I
t is said by Gandhi, “Be
the change you wish
to see in the world.”
Learning to live and lead
means learning to be
you, and being the change you wish to
see.
Here are three choices you make to live
the leadership you seek:
Why you are here? Whether you know it
or not, you are living either on purpose
or not on your purpose. The answer to
this question determines the degree of
happiness, ease, grace, and flow you
experience as your life. A powerful first
step to leading as you is choosing your
purpose. Many talk in terms of “life
purpose” in today’s fast paced world.
Maybe we should think in terms of
purpose “right now.” Why are you here
now? Live and lead from that place.
How do you want to show up in the
world? Many of us get up each day, pull
some clothes out of the closet and go
to work. We are totally unconscious
about our outward appearance. We
are even more unconscious about our
energy. When people meet you, they
instantly judge you from how you look
and how you project. Is your energy
upbeat and welcoming or down and
distraught, or somewhere in between?
There is no right or wrong here. Leading
as you means choosing how you want
to consciously show up in the world. Go
back to that closet and choose your look
and energy that matches your purpose.
What you will become? Many adults
live in a “doing” world. We have in many
instances become “humans-doings”,
not human beings. Re-visit your “now
moment” purpose.
Choosing that
purpose will help you determine what
you must become to make that purpose
a reality. For example, if your purpose is
to be a Starbucks barista, you “do” coffee
and you “become” a virtuoso at making
espresso. And, you are a leader in my
life every morning. If your purpose is to
sit behind a computer and sell widgets,
you “do” selling, you become a brilliant
expert in your product and asking for
2015 SPRING ISSUE | CHOICES 17
the sale. Leading as you depends on
your choices.
Go wave your magic wand, live your life
each day. I assure you someone you
come into contact with will experience
you as a leader. Today, consciously,
choose to be the leader you seek to
have in the world. Choose your why, live
your how, and be your what. May you
only experience love and light as you
lead your life.
ABOUT THE AUTHOR
Holly Duckworth, CAE, CMP is
CEO of Leadership Solutions
International, a nationally recognized
consultant, speaker and facilitator
on leadership and spirituality.
Author of Ctrl+Alt+Believe: Reboot
Your Association for Success, Holly
is a columnist for MeetingsNet/
IdeaExchange on the meetings
industry and writes a regular
column on the future of spirituality
in business for Science of Mind
magazine. She lives in Denver,
Colorado.
Learn more at www.hollyduckworth.
com, on LinkedIn & follow her on
twitter @hduckworth
“If your actions inspire others to dream
more, learn more, do more and become
more, you are a leader.”
_________________
John Quincy Adams
2015 SPRING ISSUE | CHOICES 19
CUSTOMER SERVICE
FROM THE C-SUITE TO THE MAILROOM
BY SHEP HYKEN
I
n a recent interview, I
was asked questions
about why the leaders
of a company in the
“C-Suite” should focus
on customer service.
The questions seemed to be wellthought-out and appropriate, but as I
reviewed the questions and my answers,
it occurred to me they could be applied
to everyone in the organization, not just
the management. In other words, while
the customer service vision may start
in the C-Suite, everyone must own the
responsibility.
Here are the questions I was asked, and
my thoughts on expanding the focus to
include everyone in the organization.
1. From the C-Suite, why is customer
service important?
The question could be restated as: Why
is customer service important? This is
basic. If your company has competitors
that sell the same or similar products or
services, how can you set yourself apart
and attract the customers? You can
differentiate yourself by the way you
deliver the product. And, although it is
the front-line employees who deliver
the customer experience, shouldn’t
management take the lead in defining
and establishing what that customer
experience should be?
2. So, where do we begin to become a
customer focused organization?
It starts with the people on the inside
– the employees. And that means
everyone. What is happening inside the
organization among the employees will
ultimately be felt on the outside by the
customer. To truly become customerfocused, a company must be employeefocused by practicing internal customer
service. I call it the “Employee Golden
Rule” – treat the employees the way
you want the customer to be treated
(maybe even better). Recognize that
customer service is not a department;
it’s a philosophy to be embraced by
everyone.
3. What can the leaders do to impact
customer service?
The people in leadership must define
the culture and create a brand promise
that focuses on customer service.
However, when it comes to customer
service, everyone must be a leader. The
mandate to maintain a customer service
culture must come from the C-Suite, but
after that, it is up to everyone, leadership
included, to imbue the company with
that culture and model good customer
service behavior. Whether you are the
CEO or an entry-level employee, if you
strive to be a leader in customer service,
you will gain the respect and admiration
of others and they will want to emulate
your actions.
When it comes to customer service,
everyone must take the responsibility
of a leadership role. Yes, management
must define the culture and set the
course, but they must share the leading
role with the entire organization.
20 CHOICES | 2015 SPRING ISSUE
Leaders need to take part in customer
service training alongside the rest of the
employees and model the behavior. All
eyes are on them to set the example. On
the other hand, customer service offers
the opportunity for anyone to step up
and be a leader, no matter what his or
her title in the company. Whether you
work in the C-Suite or the Mail Room,
you can be a leader in customer service
and a role model for those around you.
Copyright © MMXIV Shep Hyken – Used
with permission.
ABOUT THE AUTHOR
Shep Hyken is a customer experience
expert and the Chief Amazement
Officer of Shepard Presentations. He
is a New York Times and Wall Street
Journal bestselling author and has
been inducted into the National
Speakers Association Hall of Fame
for lifetime achievement in the
speaking profession. Shep works with
companies and organizations who
want to build loyal relationships with
their customers and employees. For
more articles on customer service
and business visit:
http://www.hyken.com
“A leader is one who knows
the way, goes the way, and
shows the way”
-----John Maxwell
2015 SPRING ISSUE | CHOICES 23
JIM CATHCART
AN INTERVIEW
BY JUDI MOREO
J
im Cathcart is one of
the best known and
most
award-winning
motivational speakers
in the world today.
He has delivered more than 3,000
presentations to audiences in every
state of the US, most provinces of
Canada and countries from Scotland to
Singapore. He has authored 16 books
and scores of recorded programs.
Greater Los Angeles chapter gave Jim
the Lifetime Achievement Award in
2003. In 2008, he was inducted as
one of the “Legends of the Speaking
Profession.” And, in 2010, 2011, 2012,
2013 & 2014, he was selected as one
of the Top 5 Sales & Customer Service
Speakers by Speaking.com in an online
survey of over 13,000 people. Now he
adds the Sales & Marketing Hall of Fame
to his accolades!
He is listed in the professional Speaker
Hall of Fame, is a recipient of the
prestigious Golden Gavel Award (along
with Earl Nightingale, Art Linkletter,
Zig Ziglar and many others), has been
the president of the National Speakers
Association and received the Cavett
Award for a lifetime of service. In
2007, he was listed as one of The Top
100 Minds on Personal Development
by Leadership Excellence magazine.
The San Diego chapter of the National
Speakers Association renamed their
member of the year award “The Jim
Cathcart Service Award” and the
I had the pleasure of spending time
with Jim at the recent National Speakers
Association Winter Conference.
You have received all of the highest
awards the speaking industry has to
offer. How does that feel?
It is odd. I never expected to make a
difference in the world. I thought I’d have
an ordinary, unremarkable life, a nice
guy who some people remembered.
Now I’ve done just about everything a
speaker could put on his bucket list and
I’m grateful and somewhat amazed.
What a privilege it has been and still is
to do what I do for a living!
When did you know you wanted to be
a speaker?
In 1972, after hearing Earl Nightingale
on the radio. I thought, “I’d like to do
what he does.” But I didn’t know what
that meant until I got into the field of
human development after many years
of study and exploration of it. I was
always a performer and enjoyed acting
or showing off when I could.
How did you start?
I listened to records, then tapes of
motivational material and read all the
great books from years ago: Think
& Grow Rich, The Power of Positive
Thinking, How To Win Friends &
Influence People, As A Man Thinketh,
Success Through A Positive Mental
Attitude, The Greatest Salesman In
The World, and The Bible (from cover
to cover). Then I started volunteering
24 CHOICES | 2015 SPRING ISSUE
for the Junior Chamber of Commerce
(The Jaycees) and applied my newfound
knowledge in the community. I attended
over 400 Jaycees meetings in 1972-3-4
and conducted dozens of community
projects. I also went to seminars and
bought tapes and records. Paul J.
Meyer’s Success Motivation Institute
(SMI) tapes were a big influence too.
Who influenced you?
The authors of the books mentioned
above but most of all: Earl Nightingale
(hundreds of hours of listening to his
Lead The Field audio messages.) Also
Harold Gash, a salesman of Nightingale’s
materials, and later, Og Mandino and Zig
Ziglar became my personal friends. I also
got to know and work with: Norman
Vincent Peale, W. Clement Stone, Dr.
Kenneth McFarland, Ira Hayes, Cavett
Robert, Bill Gove, Denis Waitley, Ken
Blanchard, Ty Boyd, Don Hutson and
so very many more. My first big client,
Joe Willard, was a Mass Mutual General
Agent and he became a dear friend
and mentor to me. My wife has had a
great influence on me and our son, Jim
Cathcart Jr., is the kind of a man I’d like
to become.
What inspires you?
The belief that there is a God and he’s
paying attention to us and he cares
about us. I believe that my purpose in
life is to help other people live more
abundantly. I’m inspired by other
people’s courage and generosity. I go to
inspiring movies and I cry at the beauty
of their examples. Glen Campbell and
the way he openly faced Alzheimer’s
disease and made his journey public so
others could learn about it. That inspires
me greatly.
What were the biggest surprises
you’ve encountered?
I’m not sure how to answer that. I’ve
learned from so many sources and,
luckily, I did not assume that I knew the
answers up front. So the “surprises’”
have been few but the continual
learning is joyful.
I was really pleased to learn that the
“good” people you encounter at the top
of the success pyramid in every field will
far outnumber the greedy ones. There
is a great deal of goodness in the world.
What is one thing you wish you had
known earlier in your career?
I wish I had taken the time to earn a
PhD. It would have opened a lot of
doors in ways that I cannot do on my
own. For example; today I could take on
2015 SPRING ISSUE | CHOICES 25
some major roles at Universities if I had
a doctorate. Instead I serve on advisory
councils and teach as a guest lecturer.
The PhD would have gained me access
to bookings and contracts that I didn’t
get as just a successful speaker and
author.
Along those same lines, I’d be even
more disciplined about saving money;
sending checks ahead to the person I’ll
be many years from now.
What is your proudest speaker
moment?
When my son introduced me as the
keynote speaker of the 1993 NSA annual
meeting in Dallas. At the end of my
speech, he got as many congratulations
as I did. And, later that week, when
I received the Cavett Award from
Cavett himself with Art Linkletter in the
audience. That was a biggie. Also, when
Toastmasters International awarded me
The Golden Gavel in the millennium
year of 2001. It was very validating to
know that I was getting an award that
my speaker heroes (like Earl Nightingale)
had received.
It was a very big deal when my
audio album with Tony Alessandra,
Relationship Strategies, was published
by Nightingale Conant corporation and
sold over 3-1/2 million dollars worth in
the first two years.
One of the greatest moments of
my career was in 1989 when Diana
Nightingale, Earl’s widow, asked me
to be the only outside speaker at his
Memorial Service, besides her and a
video message from Denis Waitley.
That was huge. I felt so unworthy yet so
grateful. I said, “You should ask some
of the giants to speak. Those were his
peers.” She said, “No, Jim, you are a
product of what he did and you are a
very appropriate spokesperson to his
memory.” Wow!
What have been the biggest challenges
you have faced?
A betrayal by a former business partner
(not Tony Alessandra) and by a close
family member, plus two bad economy
periods that dried up much of the
market, and then a couple of employees
who did some outrageous things while
working for me.
When I was growing up, I never had any
money nor was I an athlete or scholar.
I didn’t think I had any talent and so I
worked in warehouses, as a bill collector,
sold cars, sacked groceries, worked
as a clerk in a bank and a government
office. I made average grades in school,
graduated 176th out of 437. I dropped
out of college after 3 years and never
graduated. As a kid, I was overweight
and out of shape.
What’s the best advice you were given
about speaking?
Become the person (acquire the
qualities and skills of the person) who
would achieve your goals and then the
goals will become the natural byproduct
of your growth. Focus on the Why, the
reason you are speaking and not so
much on the act of speaking.
What was the most important decision
you ever made?
In which context? In life; marrying Paula
Dugger in 1970. In health, deciding in
1976 to become and remain slender
and to get fit for the first time ever.
In my career; deciding to become a
professional speaker no matter how
long it took or how hard it was.
You once gave me a pewter acorn,
which I carry with me. Please tell our
readers the significance of the acorn?
26 CHOICES | 2015 SPRING ISSUE
The acorn is the universal symbol of
potential. It is a part of nature and it has
a future either as a mighty oak, an oak
shrub or squirrel food. But, unlike the
acorn, we get to choose what we do and
where we go, so we can all choose to
become mighty oaks if we wish. We each
carry the legacy of former “oaks” in our
line and the seed of future “oaks” that
will be affected by our choices. Though
an oak can’t become a redwood, we can
become the best version of ourselves
through right action.
What advice would you give to
someone who wants to pursue a
career in speaking?
Treat it like any career and think beyond
your working years. Create a retirement
system, an annuity from your work that
you can rely on when you get much
older. Build your business solidly with
the future in mind, not just as a rock star
who outlives his or her talent.
Where to from here? What’s next for
Jim Cathcart?
Last time I checked there were hundreds
of millions of people who haven’t yet
gotten the messages that I can deliver to
them. So my work is still there for me. I’ll
keep on writing books, articles and blog
posts while still speaking everywhere I
can.
Oh, and I also LOVE to play rock &
roll guitar and sing. So, I’ll keep on
performing in clubs, at parties and
special events as often as I can. Daily
would be good. ReZoom The Boom!
A business strategist, psychological
researcher, speaker, writer, and coach,
Jim Cathcart is also a real down to
earth nice person who likes to ride his
motorcycle along the twistiest roads
he can find, keeps in shape by running
through the mountains where he lives,
and most of all, loves to spend time
with his family. As always, it was a
pleasure to spend time with him. Jim’s
messages can be seen daily on TSTN.
com. Be sure to listen in.
PACKAGES
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YOU ARE MORE
THAN
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EVERY WOMAN’S GUIDE TO
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For more than 20 years, Judi Moreo has
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30 CHOICES | 2015 SPRING ISSUE
THE ONLY 3 THINGS
YOUR BOSS WANTS TO HEAR
BY GINA GELDBACH-HALL
N
o matter what job you
have there will come a
time when you screw up.
It’s evitable, especially if
you are in a leadership
or management position, something
will be said wrong, taken wrong, or
done wrong… It’s the law of averages.
So, when that time comes, it’s nice to
have a course of action to get you back
on track and in your boss’s good graces,
and, that all begins with three key things
every boss wants to hear:
1. I’m sorry.
2. It won’t happen again.
3. Please forgive me.
As a Battalion Chief supervising over
65 personnel, I had my fair share of
misunderstandings and misgivings. On
one particular occasion, I had keyed in
an incorrect code for an employee’s
work status and the employee had gone
to the Union to voice his concern. My
boss was notified and I was summoned
to his office.
I took one step into his office and knew
that I was going to be the recipient for
all that had not gone well in his world
that day. In that moment, I knew I had
three choices. I could, 1) take the verbal
abuse and run, 2) argue with him about
how this and that was to blame, or, 3)
say these three simple statements and
see how it could be resolved. I decided
to try #3.
It didn’t matter the order but as I said
these to him, I could see him take
a mental jump. As I completed the
statements, he started to yell again with
a look that was somewhere between
amazement that there wasn’t going to
be an argument to total disbelief. I had
to say them again. He sat back in his
chair, took a deep breath, and told me I
had screwed up.
The difference now was the situation
was defused and we were able to have
a conversation instead of a fight. By my
immediate acceptance that my actions
had created this disruption, we were
able to avoid a major conflict. That
didn’t mean I was necessarily wrong
in my actions. I merely defused the
situation giving everyone a chance to
calm down.
Life isn’t a straight line. People are
people and mistakes happen. These
three statements are the keys to taking
responsibility for your actions. I was
sorry for creating the situation. I never
liked going to the boss’s office if I was
in trouble, and I really did want to be
forgiven so what I said was true. Once I
acknowledged that in a heartfelt way, we
could concentrate on solutions to fix the
problem. If we had argued, we would
have arrived at the same solution… just
with a lot more animosity.
This isn’t a way to avoid mistakes as
much as it is a way to get back on track.
Next time, try these three statements
and see how quickly you can get on
the right track. Good leadership isn’t
about not making mistakes, it’s about
accepting responsibility and making
course corrections that keep things
moving forward. Embrace it and move
on, you’ll be a much better leader when
you do and your boss will sing your
praises!
2015 SPRING ISSUE | CHOICES 31
ABOUT THE AUTHOR
Gina Geldbach-Hall is an inspirational
keynote speaker, author, life coach, and
facilitator with 25-years of emergency
services experience from EMT and
firefighter to battalion chief. Her book,
Firegal… Rising from the Ashes, is
available on Amazon.com.
She continues to inspire leadership and
service and helps others to ignite the
flame of empowerment within their
lives and work. She is available for
coaching and speaking engagements.
Visit her website FiregalWisdom.com
for more information.
“What counts in life is not the mere fact
that we have lived. It is what difference
we have made to the lives of others
that will determine the significance of
the life we lead.”
_________________
Nelson Mandela
2015 SPRING ISSUE | CHOICES 33
I
f leadership can be
defined as what others
do when the leader
is not there, then
Executive
Presence
may be summarized as how other
people describe or think of you when
you are not in the room.
You hear a lot of buzz about “Executive
Presence” or EP but few people can
really define it. For leaders, EP is crucial
to influence others and drive results.
According to a poll of senior executives,
EP accounts for up to 26% of a decision
to promote someone into leadership. So
what, exactly, is this elusive and critical
skill set known as Executive Presence?
For many, EP is personal confidence and
the ability to mobilize others to act. It
is the ability to influence others, create
buy-in and stand out in order to drive
the organization to excel. And, while
many of these skills are often assessed
nonverbally, developing EP is more than
just “charm school.” It involves personal
character, persistence and decisionmaking skills to transition a positive
executive presence into a lasting
leadership legacy.
How does one enhance or develop
his EP? Through a series of soft skills
that establish credibility and following
through with strategic leadership ability.
These soft skills are often undervalued
by high potential candidates who focus
on results or data and ignore the impact
of their actions or presence.
Some steps to enhance EP are no
brainers – becoming an active listener
and not checking your smartphone
or tablet during meetings is one of
the most constant recommendations
from executives. Making sure that
your personal appearance is neat
and tidy with pressed, clean clothes
that fit properly is another tactic that
THE POWER OF
EXECUTIVE
PRESENCE
BY ALLISON BLANKENSHIP
34 CHOICES | 2015 SPRING ISSUE
subconsciously communicates you
pay attention to details. Probably the
most crippling and most common
factor is failure to voice ideas or make
suggestions during meetings. That lack
of voice is often perceived as a lack of
initiative or leadership.
The bottom line is that we follow
leaders or do business with people we
perceive to be most “like us.” We look
for wisdom and substance in our leaders
because it instills confidence. Here are
several body language strategies you
can incorporate that inspire or elicit
respect:
1. Assume the Power Pose position.
When you walk into a room, pause
for 3-5 seconds with your feet 1214” apart and arms resting lightly
at your sides. This is considered
the most confident pose as you
are standing completely open or
vulnerable to your “enemies.”
This
position
establishes
confidence
and
nonverbally
says that you have no fear.
A variation of the Power Pose
for a seated meeting is to sit
comfortably in your chair, with a
straight back and hands on top of
the table. You can lean forward
slightly, just be careful not to
slump backwards into the seat.
2. Speak slower and lower. Studies
show that people respond and
respect voices with a lower pitch
or deep timber. If you weren’t born
with a broadcasting voice, practice
lowering your pitch with a quick
exercise. Repeat “King Kong” 5x
every day for a week. Each time you
repeat “King”, push your voice to go
higher, and when you say “Kong,”
try lowering your voice. You’ll
literally feel the stretch of the vocal
cord muscles. Before answering an
important question or walking into
a meeting, mentally say “Kong” and
your voice will drop in pitch to be
more powerful and authoritative.
These two nonverbal strategies will
project an image of confidence; the
final strategy has to do with personal
character and leadership ability:
3. D
evelop a respectful questioning
attitude. This is the confidence
and, sometimes, courage to speak
up in higher level meetings to push
back or voice risks in a respectful
manner. This one strategy helps
you stand out as a committed and
creative problem solver. Take a
deep breath, lower your pitch and
ask a probing question such as
“Have you considered…” or “What
happens if we…”
Executive Presence isn’t developed in a
day – it takes time to establish yourself
and your brand. Using these tactics will
expedite the process and position you
for success.
ABOUT THE AUTHOR
Allison Blankenship is no stranger to
busting barriers. She bounced back
from qualifying for food stamps to
becoming one of the first female
regional directors in a 5-star hotel
company. After winning the Jim
Barber Leadership Award for the
state of Florida, she wrote 4 books,
founded a women’s honorary at
Auburn University and was named
the Florida Speaker of the Year.
Allison specializes in establishing
executive presence, creating buyin and dynamic presentation skills.
www.PrecisonSpeaking.com
2015 SPRING ISSUE | CHOICES 35
NOT, “JUST
AN ADMIN!”
D
iscover the
Respect, Value,
and Power of the
Administrative
Profession
This is a valuable handbook for anyone
wanting to succeed. It is rare for us
to find information that can make a
difference both in our professional
careers and personal relationships in
one easy-to-read book.
Filled with thoughtful questions and
answers, this book leads the readers on
an exciting and well laid out journey to
understanding what it takes to achieve
the success they desire.
There are many “how-to” and “selfhelp” books that tell you they can
help you achieve success. You may
have read many of them in an effort
to improve the quality of your life and
still feel there is more. This book is a
personal journey with the author into
self-discovery, self-respect, and selfconfidence.
Experience is a wise teacher. In writing
this book and sharing her journey,
Peggy supports and encourages you to
find and achieve your dreams.
Available in book stores everywhere
and on Amazon.com.
36 CHOICES | 2015 SPRING ISSUE
LEADERSHIP: A
FACT OR FICTION
BY L. ERIC CULVERSON
What comes to mind when you hear the term leader?
Who do you think of? Perhaps your boss or supervisor?
The fact is anyone can be a leader –at any level. Have
you ever heard the term, “A born leader”? Well that’s
little more than a euphemism. Anyone can be a leader!
Consider this: we are the collective sum of our life
experiences and influences. Some people may have
simply had more opportunities for leadership roles
along the way.
s long as you’re alive,
your experiences are
never-ending. Likewise,
your ability to grow
and evolve never ends.
You are just as wellpositioned as anyone else to become
an effective leader. Your unique
experiences have the potential to help
you become a great leader –not your
genes, and certainly not your job status.
I define leadership as the active ongoing
demonstration of commitment and
service to others. I’ll explore a few
qualities and traits common to effective
leadership.
Let’s begin by defining the type of
leader we seek to develop. Although
leadership is often synonymous with
2015 SPRING ISSUE | CHOICES 37
power, position, and authority, that’s
not necessarily the situation you’ll
experience. That doesn’t matter! Under
any circumstance, you can, and should,
be a leader at your level.
Within this context, let’s focus on your
ability to enhance the wellbeing of those
around you. Let’s discuss your ability
to lend guidance, encouragement, and
assistance to co-workers, friends, and
family. That is the essence of leadership.
Your willingness to help others succeed
ultimately contributes to your success.
The most important trait of any leader
is effective communication skills. Your
ability to connect, and share both your
vision and perspective is fundamental.
Your ability to make others feel valued
and appreciated makes you a leader at
any level. However, to do this in a way
that’s sustainable, you must genuinely
care about those around you. There’s no
faking it. You can always intellectualize
it, but unless you personally adapt and
apply these principles, you will not be
effective. As an emerging leader within
your team, you’re the one to start the
process. You become the model by
which the standard of care can be
measured. You become the grown-up
in the room.
By definition, leadership is about setting
the example. Never ask or expect more
from others than you are willing to do
yourself.
In this country, our heightened political
awareness might lead us to conclude
that leadership and popularity are
inextricably linked, perhaps even one
and the same.
This is not necessarily the case. As you
develop your leadership potential, and
as you continue to expand your sphere
of influence, please know in advance
that the best leaders are ultimately
driven by what they think is best, and not
by what may seem the popular choice at
the moment. Under any circumstance,
a good leader will weigh the different
options and act in a manner consistent
with the welfare of the whole.
If you follow these principles, you will
gain the greatest attribute leaders must
possess: respect. If others see that you
consistently act in the manner that
promotes the wellbeing of the team,
the company, and your customers, they
will also respect you when you need to
make the “hard choices.” At those times,
your decisions and outcomes may be
unpopular on some level. Nonetheless,
if you’re perceived as fair, balanced and
genuinely concerned about the good
of those around you, then people will
not only respect you, they will gravitate
toward you. At that point, you can begin
to inspire and motivate others. You
become the leader!
ABOUT THE AUTHOR
L. Eric Culverson is a professional
speaker, engineer and coach. He
is the author of the book: The
Competence Myth, A Guide to
Balancing Communication, Creativity
and Technical Skills. Eric conducts
presentations
skills
workshops
globally for executives and technical
professionals.
Visit www.technically-speaking.com
to see more of his work, videos and
writings.
2015 SPRING ISSUE | CHOICES 39
THOUGHTS ON LEADERSHIP
BY JOAN S. PECK
M
y first memory of
leadership is when
my older brother
of nearly 5 was the
leader
marching
around the house trailing Cheerios along
his path, with my twin sister and me
following behind shrieking and laughing
while stepping on and crushing as many
of those little circles as we could!
Is everyone who has willing followers
really a leader? Does simply having
followers make for an effective leader?
I daresay that my mother probably
thought my brother had long-term
effectiveness when our actions caused
her to continue to find Cheerios in
the depths of the couch for months
afterward. But, what is true leadership
about?
No one really does anything all on his
own, and we know that there is strength
in numbers, so the assumption would be
that “no man stands alone.” Yet, there
has to be something within leaders that
urges them to express themselves by
speech, written words, pictorial vision,
stance or action that demands a reaction
from others. And, they have to do it
without the fear of consequences. By
doing so, that confidence of their beliefs
is often the attraction that draws others
to them. Sometimes that comradery is
short-termed, particularly if a problem
or situation has been solved, while
other times it seems to go on forever,
like the conflicts in the Middle East,
perhaps with different aspects changing
over time.
Most leaders develop a real sense of
power that can be positive if used to
the benefit of others; or their power
40 CHOICES | 2015 SPRING ISSUE
can lead to negative behaviors such as
when it affords them financial gain at
the expense of others or their power
creates a blindness to morality or a code
of ethics thereby expressing a sense of
entitlement which has no bounds. We
see this often when those engaged in
politics and in sports cross those lines.
As a whole, we as a society equate
leadership with power conveyed as
money power. This limits us to view
leadership as less than a particularly
good thing.
I realize that leadership is a very personal
concept, and those of us who consider
someone else a true leader usually
can relate and agree to the leader’s
philosophy in some way. For me, the
true leaders of our world are those who
recognize that we are all one – each
the other – and don’t necessarily need
to rant and rave about their beliefs but
rather go about their business in a less
showy manner. For example, Mother
Theresa.
Yet, I am also very aware that as a
society, often it is the “squeaky wheel
that gets oil.” The greatest concern
of mine about this is that we are
immersed via the media in seeing our
supposed leaders who have an agenda
and contrasting ideas being accusatory,
unkind, and disingenuous toward others
who don’t agree. There is a greater
sense that you have to fight for your
ideas and being uncivil about opposing
ideas is okay, which is anything but how
a true leader behaves.
If you look back in history to your favorite
leader or even at today’s leaders, they
seem to have similar qualities which
have carried them to success. See if you
agree.
1. H
onesty
2. Ability to delegate
3. Excellent communication skills
4. A sense of humor
5. Confidence
6. A sense of commitment
7. Positive attitude
8. Creativity
9. Intuition
10. Ability to inspire others
The common traits of a courageous
and effective leader, according to Susan
Tardanico, CEO in Residence at the
Center for Creative Leadership, are the
following:
1.
2.
3.
4.
5.
6.
onfront reality head-on
C
Seek feedback and listen
Say what needs to be said
Encourage push-back
Take action on performance issues
Communicate openly and
frequently
7. Lead change
8. Make decisions and move forward
9. Give credit to others
10. Hold people (and yourself)
accountable
All I can say is that I am very impressed
when someone can do that – and do it
without ego…. or Cheerios.
ABOUT THE AUTHOR
Joan S. Peck is the author of several
spiritual books and a contributing author
to two of the Life Choice books. She
has a new book coming out this year –
Prime Threat - Shattering the Power of
Addiction, a book written with her son
from the other side.
Joan may be reached at:
(702) 423-4342
joanpeck39@gmail.com
www.bejeweled7.com
“It’s not your position that gives
you power - it’s your behavior.”
_________________
Nan Russell
Author, The Titleless Leader
2015 SPRING ISSUE | CHOICES 41
HAVE YOU EVER
FELT STUCK?
Have you ever been stuck? Felt like no matter
what you do, you just can’t get ahead? Do you
ever think you should be more successful by now?
Are you struggling with finding your life purpose?
Are you disappointed and discouraged with
where you are or where you seem to be headed?
Do you feel like you were created for something
more, but don’t know what?
If so, let Judi Moreo be your coach and mentor.
Judi will provide the tools and techniques you
need to achieve your desired results and she will
hold your hand through the process. She will
work with you to design a program specifically for
you to take you from where you are to where you
want to be.
Not only will you receive guidance and feedback,
you will benefit from Judi’s extensive background
in leadership, management, image, presentation
skills and service. Her insights and guidance
will help you become who you want to be and
present yourself as you want to be seen.
For more information, call Turning Point
International at (702) 896-2228 and speak with
Judi personally about the possibilities for you.
As an international business leader, Judi knows firsthand what it takes to be successful. She has owned and operated businesses in
both the United States and South Africa. In addition, she has spoken, consulted and presented both keynote speeches and training
programs in 28 countries on four continents.
Judi is an accomplished author with 10 books to her credit, several of them award-winning best sellers. She has been a journalist,
model, finishing school and model agency owner, a professional speaker, a corporate executive, an entrepreneur, a consultant and a
cancer survivor.
Around the globe there are many men and women whose lives are a testimony to Judi’s personal and professional success. It is no
wonder that she has a collection of awards, but to her “life is not about awards. It is about the reward of making a difference in
another person’s life.” And that she has done over and over and over again.
42 CHOICES | 2015 SPRING ISSUE
JFK & ME
BY CIE MARCHI
I
t was January 20th,
1961, and on that day,
my grandmother was
having a birthday. My
mother prepared a cake,
lit the candles, then sang the traditional
birthday song. Grandma blew out the
candles then cut the cake. Mother
scooped vanilla ice cream on top of
each slice of happiness.
This is my assumption, as I was not yet
born. Though I suspect the conception
of what turned out to be me occurred
on or near Grandmother’s birthday
since I was born mid-September—
another slice of happiness.
I arrived too late to hear the words: “Ask
not what your country can do for you.
Ask what you can do for your country.”
John F. Kennedy’s inaugural speech is as
timeless as his leadership for America
and the globe. “...the world is very
different now.”
After fifty-three years, it’s not much
different: it’s more passionate, more
unpredictable and the gap between the
wealthy and the poor is wider. Our fears
remain the same weakening humanity,
causing us to recoil then shut our
doors, or fear can invoke heightened
determination. We continue to lean on
hope for envisioned personal and global
peace.
Man still holds “...in his mortal hands
the power to abolish all forms of human
poverty and all forms of human life.”
JFK’s speech reminds me that I am heir to
our current day revolution. Therefore, I
asked myself, what can I do? What act of
leadership—the passing of confidence,
engagement or action—can I provide?
“So let us begin anew—remembering
on both sides that civility is not a sign of
weakness... (it’s a sign of)...survival and
the success of liberty.”
With limited education and financial
resources, I scale down my hope of
achieving great feats to aid humanity.
Therefore, I elect to inspire others on
a local level. Demonstrating a positive
attitude, I acknowledge, compliment and
encourage others toward meeting their
individual goals. Exhibiting a lifestyle of
frequent exercise and a healthful diet, I
practice balance between the demands
of my personal and professional life.
Armed with commitment, I augment my
mind, body and spirit. Witnessing my
life’s purpose and achieved goals, my
community can recognize my stability
and strengths.
“Let the word go forth from this time
and place, to friend or foe alike, that
the torch has been passed to a new
generation of Americans...”
Ask yourself: What cause impassions
me? Locally, can I create or lead an
existing charitable organization? In my
school district, is there a student or
classroom that needs mentoring? Is
there an elder needing assistance?
It matters not if you are wealthy or
well-educated. What counts is seizing
action with gusto to build a climate of
usefulness, developing a platform that
encourages others.
Supply one person—just one—with
strategy, a plan of action to realize
his or her aspirations. Inspire your
neighborhood to gather as loyal and
faithful friends. Pilot a cooperative
volunteer program in your community.
Lead by example, reducing the distance
between allies and enemies while
fostering achievement and victory
because, my friends and foes, your
leadership, and your enthusiastic
counsel will guide others toward the
strength necessary to excel at becoming
leaders themselves.
ABOUT THE AUTHOR
Living in Alaska for 18 years, Cie Marchi
experienced many rare sights, sounds
and encounters with wildlife. These
unique events compelled her to write
and teach, building confidence and selfreliance among youth and adults. Now,
living in Eastern Washington, Cie enjoys
co-facilitating the Chelan Writers Group.
She writes children’s books, movie scripts,
non-fiction humor and novels. One of her
standing philosophies is “Teach where
you can.” www.cmarchionline.com
2015 SPRING ISSUE | CHOICES 43
Homemade Leadership
Take from your shelves your individuality
Drop it into a well of unity
Mix in a selfless dose of altruism
Cultivate gently with awareness and inspiration
Fill every individual with encouragement
Simmer until each rises with confidence
Serve with joy, celebrating action and the
results of your participation.
Serves: All of humanity—another slice of
happiness
44 CHOICES | 2015 SPRING ISSUE
BEING A LEADER
ISN’T FOR EVERYONE
BY LAUREN MCLAUGHLIN
“
Lead me, follow me, or
get out of my way.” —
General George Patton
Being a leader isn’t
easy and not just anyone is cut out to
be a leader. History is rich with stories
of people who rose to leadership
positions based on their abilities to be
a good follower and then failed when
it was their turn to lead.
So what does it take to be a leader?
Let’s take a lookL – Loyalty – Once one commits
to leading a project or a cause, an
absolute loyalty to that cause and to
that commitment is essential.
E – Energy – A leader must be energetic
in moving toward the completed goal
and not just sporadically energetic,
but consistently energetic.
A - Attention – A leader must be
willing to keep his or her attention
focused on whatever the goal is and
not allow distractions that can disrupt
or delay the trajectory to the finish
line.
D – Desire – The internal desire for
the success of the project, held in the
mind and the heart of the leader, must
always surpass that of the other team
members, individually and collectively
or they won’t be effective followers.
E - Enthusiasm – The enthusiasm
projected for the project or program
by the leader to the team is essential
and must be renewed and displayed
regularly until the goal is completed.
R - Respect – Respect for the leader’s
own abilities and commitment must
be innate to his or her nature, as well
as respect for the work of other people
involved in the program.
Before you step up to the commitment
of leadership, you might ask yourself if
you really want to be a leader. If the
answer is yes, then explore these 6
attributes of leadership to see which
ones might need some attention.
But, if the answer is no – don’t be
alarmed or even surprised. Every
leader has to have good followers,
dedicated and capable team members;
caring supporters to accomplish his or
her goals, and sometimes many.. So,
let’s also take a look at the attributes
one must have to be an effective
follower.
2015 SPRING ISSUE | CHOICES 45
F – Freedom. A good follower
cherishes the freedom to choose
which projects he or she wants to
support and the freedom to say “no”
to those that are not appealing.
O – Opportunity – A good follower
actively embraces the opportunity to
select a good leader to follow and also
relishes the opportunity to grow and
learn under the skilled leadership of
that person.
L - Love – A good follower chooses only
the work he or she loves to do instead
of settling for work just because it is
there.
L – Learn – A good follower appreciates
the chance to listen to the direction of
the leader and to learn through the
process.
O – Open – A good follower is
consistently open to new ideas and
strategies proposed by his or her
leader and does not stay mired in the
past way of doing things.
W – Willing - A good follower offers
suggestions for processes and
programs to move the project to
conclusion, but in all cases (unless
something unethical or illegal is being
proposed) is willing to support the
decisions of the team leader.
E - Energy – The energy level of the
follower should always match the
energy level of the team leader.
R- Respect – Mutual respect between
the follower and the leader is
absolutely essential.
Personal satisfaction is the key to
choosing whether or not to lead or to
follow. As long as you love what you
do and do it well, the Universe will
not only support your decision, it will
provide you with all the tools you need
to fulfill your purpose.
“Lead, follow or get out of the way!”
The choice is always yours.
ABOUT THE AUTHOR
Lauren McLaughlin is a speaker, teacher,
writer, retreat facilitator and author
of “Go to ELF! – Connecting With The
Eternal Life Force,” a book that offers
the reader an opportunity for both
entertainment and self-realization. An
ordained Unity minister, Lauren lives in
Clearwater, FL with her husband John
and their cat, ELFER.
r
o
v
i
v
r
u
S
t
Resilien le On
Availab m &
Amazon.co oble
Barnes & N
A true story of GROWING through
BETRAYAL, DECEPTION and LOSS
BY MARLENE LIVINGSTON CURRY
“This is a book about love, betrayal, and a mysterious death. The author, Marlene Livingston
Curry, shares her personal journey through devastating circumstances in order for us to
understand she has been where we are, hurt as we hurt, and felt complete devastation from
the secret betrayal of the person she loved the most. She then shows us how to reclaim our
self-worth, resolve the shame issues we may be dealing with, and rise to new levels of selfconfidence, happiness, and success. Within these pages, you will find practical ways to meet
challenges, overcome difficulties, and give up any feelings of brokenness.”
—Judi Moreo, author, You Are More Than Enough
“This book is both inspirational and practical.
It is the kind of book you will keep close at
hand, refer to often, and actually use. It is full
of simple, yet profoundly effective techniques
that anyone can use to regain and maintain
self-worth and confidence.”
—Mary Monaghan, author, Remember Me?
“This is a book I will keep and give to others,
to my friends who are grieving. Marlene
writes from a calamitous experience and
offers advice of various ways of coping with
the issues following the death of a loved
one.”
—Kathie Slaughter, Retired teacher
WWW.MARLENECURRY.COM
Marlene Livingston Curry is available for lectures and workshops
based on her book Resilient Survivor.
EMAIL MARLENE
marlene@marlenecurry.com
2015 SPRING ISSUE | CHOICES 47
SERVING WITH CONVICTION:
THE GIFT OF LEADERSHIP
BY DELORES RAMSEY MCLAUGHLIN
T
he leader who leads
and serves well is an
inspiration to those
who follow. The leader
is the individual whose
followers believe and turn to for
guidance in making decisions based on
what is expected of them.
The leadership role consists of the
leader setting a standard of loyalty for
the followers and developing trusting
relationships with individuals that
value their expertise. However, if the
leader decides not to look out for the
best interest of followers and those
individuals whose lives depend on the
leader’s effectiveness, this incidence can
lead to a devastating experience both
physically, mentally, and spiritually for
those individuals who trust the leader.
Serving with conviction requires inner
and outer mind balance, self-awareness
of strengths and weaknesses, investing
and mentoring for other servant leaders,
and the call of humanity.
48 CHOICES | 2015 SPRING ISSUE
As a professional nurse, I understand
the importance of developing a trusting
relationship with patients, their families,
and certified nursing assistants who
I direct throughout the day. On one
occasion, while working at a local
hospital in Phoenix Arizona, a serious
discussion about nurses being allowed
to wear acrylic nails (artificial nails) while
caring for patients came up. The clinical
director initiated the conversation.
“Nurses are considered “Angels of
Mercy.” said the clinical director but
what if the “Angels of Mercy” become
the cause of death for a patient?”
Although, the acrylic nails were
fashionable and many nurses loved
wearing the acrylic nails, the patient
was in harm’s way because of a possible
infection called Pseudomonas which
is a green fungus that forms under the
acrylic nails which has caused some
cases of partial amputation of the
nurse’s finger and serious infections for
the patients.
up with the serving leader’s “output.”
What the leader says must be a
testimony to what he does. The serving
leader serves the follower which is
considered a calling instead of merely
a job. The serving leader is serving the
followers for the benefit of the follower’s
life improving because of being served
and encouraged.
inner self-connection and a supernatural
experience in serving others. The
serving leader realizes leadership is a gift
of hope, possibilities, safety of followers
and development. Leading with
conviction means the leader thinks less
of self and more of fulfilling the greater
call of humanity through transformation
and lending a helping hand.
The leader who serves with conviction
is a leader that is aware of personal
beliefs, values and attitudes toward
life occurrences. The serving leader
understands self-awareness as the
key to better serve others. Serving
with conviction involves the leader
being knowledgeable about strengths,
weaknesses, and how to deal with those
who follow their leadership.
What was my responsibility as a leader?
How can I work with my staff and protect
my patients from getting an infection at
the same time?
The leader who serves with conviction
looks at ways to incorporate other
servant leaders. The serving leader
encourages their followers to become
servant leaders by following the
example of the current serving leader.
For example, the follower’s trust the
leader and consider the leader to be
a role model and inspiration for the
followers which is an incentive to
become a servant leader.
The serving leader “input” must match
Serving with conviction requires an
ABOUT THE AUTHOR
Delores Ramsey McLaughlin is a
motivational speaker who inspires
audiences from corporate to faith
based. She has a gift of making the
most serious topics become less
intimidating and more accepting. The
founder & executive director of “All Out
Communication” and “Freedom-NChrist Ministries,” she teaches effective
leadership skills, conflict management,
strategies to successfully pursue your
dreams and how to bridge gaps between
cultural and religious differences.
Delores may be contacted at: Post Box
8205, Phoenix, Arizona 85066 or
nthaeyezz@cox.net
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CHOICES MAGAZINE
SPRING ISSUE 2015
A FINAL NOTE
FROM JUDI MOREO
You don’t build anything out of luck.
Leaders build out of vision, out of
their ability to see the whole forest
while others only see only the tree
in front of them. Never lose sight of
the big picture…never be side tracked
by urgent trivialities. Conserve your
energy for things that matter. Don’t
engage in activities or confrontations
which don’t contribute to the bigger
plan. Regularly, rethink what you are
doing.
If you want to accomplish your mission,
you must forget about how things
have been done in the past and use
your creative abilities. If your dream
can’t be met by existing tools quickly
enough, you must find or invent new
tools. You must master all the tools of
your trade. And, you must always find
out what is the latest tool out there. If
you don’t, you will soon be obsolete.
Leaders are brave. You must learn to
conquer fear or fear will enslave you.
Only those who are willing to face risk
head-on and outstare it will achieve
success. Don’t succumb to the fear
of the unknown. Face your choices
and realize that sometimes the right
choices are the most difficult ones.
You are more than enough!
Judi